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| FROM Owen Press Releases: A Message from Dean Johnson |
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Dear Members of the Owen Community, I’m saddened, troubled, and angered by the death of George Floyd and all of the violent deaths our country has witnessed as evidence of racism and injustice. He is the latest of too many reminders of the systemic discrimination that black and brown people face in America on a daily basis – one strong enough to ignite a reaction in America larger than we have seen in decades. The multitude of reactions and opinions, alongside the constant flow of new and repackaged information, can shine a bright light on a dark situation. But it can also overwhelm, obfuscate, and dishearten, especially at a time when many already feel disconnected. In moments like these, it’s important for leaders to speak up and show where they stand. I, along with the entire community at Vanderbilt Owen Graduate School of Management, condemn racism in any form. Racism runs counter to our commitment to diversity and inclusion, a foundational element of our mission. Racism undermines the safe, close-knit, and collaborative community we strive to build for students throughout their time at Vanderbilt and beyond. Racism is not and will not be tolerated at Vanderbilt University or the Owen Graduate School of Management. We believe that the abilities to collaborate and to genuinely connect with individuals are fundamental to great leadership. To appreciate and celebrate our collective humanity, to listen, to strive for equality in consideration and action – these are hallmarks of excellent leaders, the kind our students seek to become in their careers and lives. These tenets will continue to guide our school through this uncertain time and beyond. Because they evoke our desired state as individuals and as a society. And because they work. Our commitments require continual work, which we will do as a community. Through groups like the D&I Advisory Board and initiatives taken up by faculty, students, and staff, we have made progress over the last few years, but there’s much more to be done. And we will do what’s needed to be done, together. Warmest regards, ![]() M. Eric Johnson Ralph Owen Dean, Bruce D. Henderson Professor of Strategy The post A Message from Dean Johnson appeared first on Vanderbilt Business School. |
| FROM Owen Press Releases: How I Got the Job: Administrative Director of Clinical Integration, Vanderbilt Health Affiliated Network |
![]() Esther Smith Esther Smith (MMHC’16), who has been working in healthcare since 2009, knew that she wanted an advanced degree in healthcare management that would open doors to further opportunities. While working at Ascension Care Management, her colleagues encouraged her to pursue a graduate program, which led her to enroll in the Master of Management in Health Care program in 2015. “At some point, you need an advanced degree to propel you to the next level of your career. And the experience of earning the degree helped set me apart from my peers and prepare for the challenges we face in healthcare today,” Smith said. New doors began opening for Smith while she was still enrolled in the program. Her Healthcare Strategy classes were taught by executives from the medical center, and they asked that she consider exploring opportunities within Vanderbilt. The executives connected Smith with their colleagues, and she began networking. “Networking is essential to helping connect our physician leaders with key strategic planners, so that we can tackle new healthcare obstacles,” Smith said. “A master’s degree from Vanderbilt prepared me to navigate those obstacles, understanding that we are changing the current philosophies surrounding areas such as care standardization.” After a round of interviews, Smith was offered the role as Manager of Clinical Operations for Vanderbilt Health Affiliated Network in 2017. “It was a chance to work and learn in a fast-paced academic medical center. I really enjoyed meeting people and learning the ways Vanderbilt approaches healthcare,” she said. After a year on the job, she was promoted to Administrative Director of Clinical Integration, the role she holds now. Click through Smith’s timeline below to find out how she landed the offer. The post How I Got the Job: Administrative Director of Clinical Integration, Vanderbilt Health Affiliated Network appeared first on Vanderbilt Business School. |
| FROM Owen Press Releases: Going Green: Executive MBA Student Team Seeks to Launch Line of Organic Vaccines |
![]() Clean Vax Team Aaron Laviana (EMBA’20) worked as a resident physician at UCLA and then became a fellow at the Vanderbilt University Medical Center before deciding to enroll in business school. While he was at UCLA, he noticed that there was a trend of people choosing organic food and products. He also had detailed conversations with people who were anti-vax, and came to the realization that the reason why many of them were against vaccines was usually the products inside the vaccines, rather than the shots themselves. Laviana combined his observations and came up with an idea of creating vaccines made out of only organic ingredients. “Many of the claims (about vaccines) are unsubstantiated, but (vaccines do) have antibiotics. They have animal products. They have preservatives inside these vaccines, and (I) just came to realize that there’s probably a huge market out there… (for) a new vaccine that doesn’t have any of these products,” he said. Laviana was able to further explore his idea through the Launching the Venture class, which is taught during year two to both the Executive Edge and Global Immersion tracks. In the class, student teams develop a business plan for a startup or an expansion into new areas and present their ideas to venture capital firms for financing. As a participant in the Global Immersion track, Laviana created CleanVax alongside four international teammates — Esteban Tirado, Pete Koat, Heathie Cox, and Bruna Mendes — from Canada, Brazil and Mexico. Laviana was able to further explore his idea through the Launching the Venture class, which is taught during year two. In the class, Executive MBA student teams develop a business plan for a startup or an expansion into new areas and present their ideas to venture capital firms for financing. Along with his teammates Esteban Tirado, Pete Koat, Heathie Cox, and Bruna Mendes, Laviana created CleanVax, a business that provides organic vaccines. ![]() Creating an organic vaccine and marketing it was a unique idea for the Launching the Venture class. “There was some hesitation — we kept thinking this could be so much easier if we pursue some product that we can sell in store, and we can easily calculate the cost of goods sold and the price point, but it’s different, it’s a challenge and (we) decided to go with it,” Laviana said. The CleanVax team immersed themselves into intensive research and networking to develop Laviana’s idea. By collaborating with Creative Biolabs, Laviana’s team were successful in developing a vaccine from organic products. Although Laviana was the only student with a background in medicine, the rest of the team provided the business knowledge to help make CleanVax a reality. “Everyone contributed in a totally unique way. So in order for the project to be successful you need market research, financial modeling, figure out a way to get partners, do our management risk, strategy planning, do our persona based marketing,” Laviana explained. In addition, the Launching the Venture curriculum taught the CleanVax team how to start a business, while the Walker Management Library expanded their research resources. “All the data and giving us resources (helped) from a market research standpoint. Google can only take you so far. And just having those libraries to sort of help us with where to tap into for resources was pivotal,” Laviana said. Looking forward, the next step for CleanVax is to acquire the finances to purchase vaccines and launch their business. “If we don’t make that vaccine, somebody’s going to make it in the next 10 years. So why not go for it and see if we can do something unique here,” Laviana said. The post Going Green: Executive MBA Student Team Seeks to Launch Line of Organic Vaccines appeared first on Vanderbilt Business School. |
| FROM Owen Press Releases: How to Participate in an Insights Lab Study |
1. Request an Account![]() You must first request an account with our online participant management system. Creating an account will allow you to view a list of available studies, sign up for studies, and provide the research administrator a way to share study updates with you. Click this link and provide your complete first & last name, a user ID, a valid e-mail address & a phone number. Vanderbilt students and staff must use their Vanderbilt e-mail address. Your User ID can be any combination of letters or numbers, and must not already be in use. Send an e-mail to researchadmin@vanderbilt.edu if you have questions about requesting an account. To request an account, click here. 2. Log in ![]() Soon after you enter your contact info & click “Request Account,” an e-mail will be sent to you with log-in instructions and a temporary password. Once you log-in you may change your password. If you have junk mail (spam) filters configured for your email, please configure the filters to accept email from vanderbilt-owen-admin@sona-systems.net, as emails from the system will be sent from that address. To visit the login page, click here. 3. View available studies and sign up ![]() Once you log in, you will see a main screen that allows you to view or sign up for available studies, view or cancel study appointments, and manage your profile settings. After clicking on “View Available Studies,” you can select individual studies to read more information about them and sign up for specific time slots. New time slots can appear, so please check back occasionally. The post How to Participate in an Insights Lab Study appeared first on Vanderbilt Business School. |
| FROM Owen Press Releases: Amid coronavirus pandemic, Gallatin-based Servpro expands to offer certified pathogen cleaning |
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The post Amid coronavirus pandemic, Gallatin-based Servpro expands to offer certified pathogen cleaning appeared first on Vanderbilt Business School. |
| FROM Owen Press Releases: Top MBAs for Full-Ride Scholarships |
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The post Top MBAs for Full-Ride Scholarships appeared first on Vanderbilt Business School. |
| FROM Owen Press Releases: Where Is the MBA Class of 2021 Interning? |
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Traditionally, rising second-year MBA students spend the summer interning with companies all over the country. While the coronavirus pandemic has interrupted some plans, many Vanderbilt Business MBA students are still on for their internships this summer, though many of the programs will be moving remote. Browse the map below to discover the companies where the MBA Class of 2021 will be interning, or scroll down to view an alphabetical list of all the companies. Display a map MBA Class of 2021 Internships Aether Capital InvestmentsEdward JonesMcKesson Corporation AllstateExperian HealthMedtronic Alvarez & MarsalExxonMobilMicrosoft AmazonEYMTS Health Partners Amazon Web ServicesGoldman Sachs & CompanyNorthcreek Mezzanine American AirlinesGoogleOptum American ExpressHarris WilliamsOptumCare AmSurgHoulihan LokeyOptumInsight Anne Arundel Medical CenterHumanaPalo Alto Networks AT&TInfosysPepsi Bank of America Merrill LynchInsight Sourcing GroupPricewaterhouseCoopers (PwC) BlackArch PartnersIntuitive SurgicalPwC Cain BrothersISG ConsultingRegions Bank CignaJefferies & CoSunTrust Robinson Humphrey CitiKimberly-Clark CorporationT-Mobile DaVitaKPMG ConsultingThe Boston Consulting Group (BCG) DeloitteLiberty MutualTwitter Deutsche BankLogicalisUnitedHealth Group Dimensional Fund AdvisorsM&T BankVMWare Dollar GeneralMars PetcareWalmart DXC TechnologyMarsh and McLennan CompaniesWest Monroe Partners E. & J. Gallo WineryMattel, Inc.Western Digital ECG Management Consultants The post Where Is the MBA Class of 2021 Interning? appeared first on Vanderbilt Business School. |
| FROM Owen Press Releases: Ultimate Career Guide |
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The post Ultimate Career Guide appeared first on Vanderbilt Business School. |
| FROM Owen Press Releases: COVID-19 Insights: Brent Turner (MBA’99) |
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Across the world, Vanderbilt Business alumni find themselves on different frontlines of the COVID-19 pandemic. In this installment of COVID-19 Insights, Brent Turner (MBA’99) shares his thoughts on the state of supply chains and what he’s learned as a business leader in these challenging times. Brent Turner is the Chief Operating Officer of Rover.com, which operates an online marketplace for people to buy and sell pet care services, including pet sitting, dog boarding, and dog walking. What is “the gig economy,” and what was the genesis? How has this market segment been impacted by the current economic environment? The gig economy generally refers to the set of transactions, typically for services, that happens between consumers and independent service providers or small business owners, facilitated through technology platforms and without the direct intervention of a human intermediary. The reason that the transactions are typically referred to as “gigs” is because these technology platforms provide unprecedented registration availability, access to demand, and schedule flexibility, enabling people with a broad diversity of backgrounds and weekly schedule characteristics to provide services on a part-time basis as supplemental income. To that extent, this is an entirely new “economy” with new and unique characteristics. For example, at a particular point in Rover’s history, customers in specific cities could literally have their dogs walked by (for example) an actor, a nurse, and an NFL football player all in the same week, and all who would take excellent care of the dogs. Because these services very frequently involve direct interactions between people, the impact of COVID on the “gig economy” has been meaningful. Long term, do you envision the business model for companies operating in the gig economy shifting because of COVID-19? If so, what specifics would you highlight? In the near term, I expect the COVID hangover will impact the complexion of demand for gig economy platforms. For example, I expect restaurant delivery will do quite well in the post-COVID world, as a chunk of the population will be uncomfortable with restaurant environments. More noticeable, lasting changes may come as the result of people figuring out that they are able and/or willing to do more things remotely and via technology, versus in-person, than they appreciated before being forced to do so through stay-at-home orders. Therefore, some players may, for example, accelerate delivery services as a part of their entire mix. Because Rover is global and each country has its own quarantine orders, have there been challenges specific to these different policies? If so, what have you learned through this that can be applied to business operations post pandemic? A couple things. First, one of the key challenges of the last couple months has been tracking the various stay-at-home orders, not just across countries, but also across American states and even counties, so that we can keep our community informed. The Rover team has worked cross-functionally to make that happen and has knocked that one out of the park. Second, Rover’s business is impacted both by lack of travel and by people working from home, so we have kept an eye on changing demand levels as various economies have started to reopen. One of the things we may be learning in Europe is that travel has not accelerated very much as specific countries have opened up; it feels like travel industry will actually begin to take off in earnest when agreements land across the EU that enable people to travel from country to country. That insight has been interesting and instructive. Rover has a strong culture; how has this impacted business operations as you shifted to a work-from-home model, and what learnings can be applied to the broader market? Overall, we are learning that, once we are forced to figure out ways of working together and staying connected without being in the same room, we are able to do that. Virtual coffees, group trivia nights, virtual scavenger hunts, and permissions to carve out sections of meetings for people just to catch up for a few minutes have all been delightful, unexpected gifts of this period. Further, our culture, which is really enshrined in and upheld by our company values, seems to translate quite well into the virtual environment. But there are limits here. The main aspect of our culture that we love — which is that we have curated a group of people who really do enjoy and receive energy from each other’s — has suffered from being away from each other, and to-date, there doesn’t seem to be an excellent remedy. The post COVID-19 Insights: Brent Turner (MBA’99) appeared first on Vanderbilt Business School. |
| FROM Owen Press Releases: Return to Campus: Vanderbilt Owen’s Plan for Fall 2020 |
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The following is a note from Dean M. Eric Johnson. Owen Faculty, Staff and Students, Earlier today, Vanderbilt published its plan for the fall semester. Key elements include eliminating fall break for undergraduate students and ending on-campus instruction for the semester before Thanksgiving. You can review the message sent by Incoming Chancellor Diermeier and Provost Wente here. Professional schools across campus traditionally operate with elements of their own unique schedule while maintaining the University cadence. That will be true again this year. Here is Owen’s plan for the fall:
We are all excited to get back to campus this fall. Owen’s personal-scale approach thrives on in-person experiences. Those experiences will be very different this year – both for course work and co-curricular activities such as recruiting, special speakers, and more. All Owen courses will offer remote delivery for students who need it. In-person experiences will consider the safety of students, faculty, and staff and be subject to University protocols. Owen faculty are working hard to design courses that leverage technology to deliver elements of the material while offering in-person interaction in places where it enhances the overall experience. The balance of this flexible learning approach will vary from class to class according to the material and pedagogy. Our promise is to deliver the best educational experience while keeping everyone’s safety in mind. As we have additional information to share, we will pass it along to the community. Please contact the Dean’s Office with any questions at owen.officeofthedean@vanderbilt.edu. I look forward to welcoming everyone back to Owen in August! Eric The post Return to Campus: Vanderbilt Owen’s Plan for Fall 2020 appeared first on Vanderbilt Business School. |
| FROM Owen Press Releases: EMBA Students Help the Sounds Develop Data-Driven Marketing Through Capstone Project |
![]() Nashville Sounds Capstone Team The world of minor league baseball looks very different than it did when Executive MBA student Scooter Kramer and his capstone team began their project for the Nashville Sounds in January 2020. Kramer, a self-proclaimed data nerd and one-time baseball intern, thought that they would simply be developing strategies that the Sounds could leverage in the upcoming season. “They had a ton of customer data and sales data that they hadn’t had the bandwidth to work through,” Kramer recalled. “With my background in analytics, I got really excited about what all we could do.” When social distancing guidelines marked a massive delay — and potential cancellation — of the Sounds’ season, the capstone took on new importance. Nashville’s minor league baseball team needed simple, actionable outcomes that they could apply upon reopening to optimize the customer experience and connect with new audiences. The Origins Kramer had connections with Adam Nuse, the Sounds’ general manager and COO, through a charity board where they both served and his previous work with Major League Baseball teams. His background in baseball and analytics inspired Kramer to propose the project in late 2019. “Adam was more than willing to work with us,” he said. The proposed capstone centered around data from the Sounds’ ticket sales, but also compared their marketing practices with those of other successful minor league teams. Kramer and the rest of the capstone group used the data to improve the Sounds’ dynamic ticket pricing and recommend some targeted marketing approaches. “It’s really important to us to stay connected to fans rights now and create an improved, more customized experience for them when they can attend games again,” Nuse said. “This project has set us on a great road to do just that.” The Project The EMBA capstone team — which also included Emily Deal, Brian Martin, Ian Morrison, and Anna Myint — built a predictive regression model that anticipates what attendance should be based on the day of the week, the time of the game, and weather reports. The model helps the Sounds better staff the stadium for an improved fan experience and make strategic ticketing price decisions. “We knew you want to price tickets lower for a game on a rainy Tuesday than a sunny Saturday afternoon,” Kramer said. “But what was surprising is that we found if the weather report predicted rain — even if it doesn’t rain — that affects attendance.” They also discovered that neither give-away promotions nor conflicts with major events like the CMAs or Predator playoff games had much effect on attendance. This suggests that the Sounds’ have a strong fan base with a specific interest in baseball. The capstone team used that information, along with some benchmarking, to recommend a broader range of season passes. “The Sounds’ smallest season ticket package is an 18-game package, and a lot of their attendees fall in the three to six game range,” Kramer said. “Offering a ballpark pass subscription for unlimited ‘standing room only’ tickets or a six-game season pass is a great way to boost attendance in a loyal audience.” The capstone team also made recommendations about the Sounds’ email marketing. Kramer notes that capstone team member Morrison, who is also Vanderbilt University’s assistant vice chancellor for strategic communications, contributed key insights about simplifying emails and creating customer personas. The team coupled these practices with the data to propose customized email experiences. “If we bring together data on ticketing information and zip code, we can build some broad generalizations about the kind of emails that appeal to people,” Kramer said. “You might send a family deal to a mom in Mt. Juliet or a drink discount to a recent graduate in the Gulch.” Benchmarking how other teams stay in touch with fans amidst season shutdowns also became a focus over the course of the project. Deal’s research found that teams do everything from calling customers just to “check in” to highlighting local sponsor companies on social media. This research also examined the impact of reassessing business models during slow periods like the pandemic. Nuse says the Sounds are considering the full array of recommendations from the project. “We’d like to be playing baseball, but at least we’re taking this time to evaluate our business,” Nuse said. “We have a one-year hiatus to look at what kind of things we really want to adopt but have never had time to. This project can give us some extra direction on that.” The post EMBA Students Help the Sounds Develop Data-Driven Marketing Through Capstone Project appeared first on Vanderbilt Business School. |
| FROM Owen Press Releases: Protected: Committee and Taskforce Updates |
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| FROM Owen Press Releases: Protected: Equity, Diversity, and Inclusion Resources at Vanderbilt |
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Password Required Please enter your password below to view this page. The post Protected: Equity, Diversity, and Inclusion Resources at Vanderbilt appeared first on Vanderbilt Business School. |
| FROM Owen Press Releases: Protected: Committee and Taskforce Updates: Equity, Diversity, and Inclusion |
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Password Required Please enter your password below to view this page. The post Protected: Committee and Taskforce Updates: Equity, Diversity, and Inclusion appeared first on Vanderbilt Business School. |
| FROM Owen Press Releases: Community Stories at Vanderbilt |
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The post Community Stories at Vanderbilt appeared first on Vanderbilt Business School. |
| FROM Owen Press Releases: Vanderbilt professor shares history of Juneteenth and its significance today |
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The post Vanderbilt professor shares history of Juneteenth and its significance today appeared first on Vanderbilt Business School. |
| FROM Owen Press Releases: COVID-19 Insights: Tom Plath (MBA’91) |
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Across the world, Vanderbilt Business alumni find themselves on different frontlines of the COVID-19 pandemic. In this installment of COVID-19 Insights, Tom Plath, SVP HR and Global Citizenship at International Paper, discusses team productivity in remote settings and offers guidance to managers and executives operating in a distanced work environment. [b]How do you effectively keep teams productive in remote settings?[/b] Of the approximately 50,000 people at International Paper, about 40,000 are going in to work in our facilities, because we are an essential industry operating 24-7, 365 days a year. So, the largest challenge we met was to give them the capability to work safely in proximity to one another and exercise social distancing. For the rest of our workforce, we have provided conventional tools such as video conferencing. Their success, however, comes from knowing the company well, understanding the expectations, and living our culture of collaboration. You can have all the tools in the world, but those are superficial if you don’t also have people committed to work and to their teammates. Because of this, we have been very effective, with the great majority of work being done at the same level as it was in an office setting. [b]What is a lesson you have learned from remote work, and how will IP look to apply this for future operations?[/b] We have surprised ourselves with how well our managers are managing. I don’t think the role of managers in this environment has received enough attention. Our managers quickly figured out how to provide feedback, offer care, and build esprit de corps using the tools available. I have also learned that video technology has several significant shortcomings. A video meeting is a challenging place to disagree. It is tough to debate, plan, or decide on a path forward around contentious topics, because you can’t work off one another and use inputs like body language effectively. So, while we will likely have more flexibility moving forward, we continue to see real value in people working together in person. [b]What advice would you offer managers in working with their teams remotely — what makes an effective leader?[/b] While the tactics of being a manager are currently different, the rationale and motivations remain the same. Effective managers already understand the importance of communication and listening and that, right now, this just needs to be deployed differently. There are a lot of people trying to tell you what “best practice” looks like. I would hesitate to say a one-size-fits-all approach applies; leaders have to figure this out for themselves. To me, best practice is having a one-on-one conversation about how you and I work together and being agile and responsive. [b]What guidance or learnings can you share with other C-Suite and HR leaders?[/b] People who are listening, learning, and trying new things right now are seeing success. Our HR leaders are out talking to people and applying the technique they always have — to create relationships before you get into a crisis. Senior leaders willing to accept that the method has to change but not the motivation are succeeding right now. I have also learned that there is no substitute for face-to-face human interaction. I was able to have four or five conversations this week, and I realized how much I missed it! It was amazing to notice how many cues you use to navigate conversations. As we come out of this, we should all pay attention to which cues feel new, because that is where we can recognize there was a gap and become better communicators. The post [url=https://business.vanderbilt.edu/news/2020/06/23/covid-19-insights-tom-plath-mba91/]COVID-19 Insights: Tom Plath (MBA’91)[/url] appeared first on [url=https://business.vanderbilt.edu]Vanderbilt Business School[/url]. |
| FROM Owen Press Releases: MMHC Capstone Establishes an Industry Trend Away from Fourth-Quarter Case Loading |
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It’s a known cycle in the field of medicine: Elective procedures tick up toward the end of the year because patients have met their deductibles. But this trend didn’t hold true for United Surgical Partners International in 2018. The network ambulatory services providers noticed that elective surgeries across their 400 national facilities did not gain their usual highs at the end of the year, and elective cases the following January were not nearly as low as usual either. USPI brought the phenomenon to Vanderbilt’s Master of Management in Health Care program as a capstone project. USPI hoped to discover whether they were seeing a shift in the industry, and, if so, why. From January through the end of the program in the fall, MMHC students work in teams of 4-5 people on projects for healthcare organizations, from ideation to implementation. The capstone gives students the opportunity to apply their classroom knowledge to the real world, while healthcare organizations benefit from student’s perspectives and consulting recommendations. The project seemed like the perfect professional complement for Sam Rossman, CEO at a surgical hospital in Houston, TX that operates under the USPI umbrella. “At first I thought, ‘This is what I deal with all the time,’ but it ended up taking on new meaning when we put it all together with larger demographic shifts,” Rossman said. “I’m not sure I would have sought out the macro standpoint and understood the shift in healthcare that will affect us all without it being my capstone.” The Origins ![]() Sam Rossman When patients opt to pursue elective procedures, and how many pursue them at any given time, has substantial implications for the way that healthcare professionals operate their organizations. In the past, one of the standard practices has been to load the final months of the year with patients on commercial plans and the first months with Medicare patients to balance patient needs and cash flow. USPI serves upwards of 3.4 million patients annually across all its surgical centers, and in the final quarter of 2018 they saw a material shift in patient load from previous years. Though USPI entails a large data set, the company needed to look outside their numbers to understand if they were seeing an industry trend. “Other health systems were seeing a similar movement in case load,” Rossman said. “There are a lot of possible reasons for this shift, and if anyone could definitely solve the riddle, they’d be counting their millions.” The Project Rossman’s capstone team approached the large scope of the project by comparing the most likely factors for the shift against third-party data not associated with USPI. One of the key elements affecting the case load was patient demographics. “The baby boomer generation is rolling onto Medicare, and that effect is quite amazing,” Rossman said. “According to a study we found from Politico, the Medicare-age population is going to grow at an annual average rate of 2 percent over the next 10 years.” The working-age population, which supports Medicare, will only grow 5 percent on the same timeline, according to the study. This trend affects healthcare providers across the board, as it challenges the viability of the Medicare model. “Common procedures like total hip and knee replacements are being approved to go to different kinds of centers to help reduce liability and help healthcare institutions remain solvent,” Rossman said. The capstone team also found that both patients and employers are becoming savvier about managing high-deductible commercial insurance plans. Insurance providers and employers are shifting the renewal dates away from the traditional calendar. “People seek surgical encounters whenever the funds open to them,” Rossman said. “In order to know whether the caseload shift was truly due to these renewal shifts or patient budgeting, we’d have to dig into each patient’s deductible amount at the time they chose to do the surgery.” The limits of the capstone prevented Rossman and his classmates from delving that deeply into the data, but they were able to establish that the caseload shift is an industry trend that’s here to stay. Armed with this information, USPI was prepared for lower-than-usual patients loads in the third quarter of 2019 and high-than-usual loads in the first quarter of 2020. “When it came time to do their budgeting projections, they definitely validated this shifting of cases,” Rossman said. The post MMHC Capstone Establishes an Industry Trend Away from Fourth-Quarter Case Loading appeared first on Vanderbilt Business School. |
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